What are companies doing with regards to 'My Manager'

The ‘Make it Happen' attitude is seen in all areas of the business and it is never just one stakeholder taking priority. The Stool model is lived by everyone and engages the team to have a full understanding of what is expected of them. Any decisions the management team make need to be for the good of all three legs of the stool. Through this the management have created a caring and engaged team that deliver great service whilst having fun and making money. This is reflected in the great feedback Brooklands receive from guests regarding the team, low staff turnover for the industry and reaching management budget five years in a row. The management are very hands on and offer an open door policy to all staff. This year Brooklands even went against the industry trend and budgeted to pay all of their team players the National Living Wage, regardless of if they met the criteria. The team are quite often heard saying 'we are the Brooklands Family' and this is great to hear. Marco also meets every prospective employee before they start by leading the daily dash meeting, doing an introduction at the team player monthly induction and running the ‘Make it Happen' workshops for all new starters. He walks the property on a daily basis and even cooked the BBQ with chef for the team event. He also judged the Brooklands Bake off, but felt quite sick after tasting over 30 cakes! He'll even do weekend cover, where he can be found serving behind the bar and doing the pass in 1907, demonstrating to all of the team that they're are in this together and that leadership can take on various different forms to be successful.

Brooklands Operations Ltd very much believe in retaining and progressing their managers through the business by offering opportunities, training and coaching to allow them to develop from team players to junior managers and eventually onto departmental managers. They do this through management development courses which are run by an external tutor, one to one mentoring with Senior Managers and further external courses to enhance their development. The company has had the same management team in place for four years and many of these managers came up from team players to managers. As a hotel the business works very closely together on a daily basis, meaning discussion with Senior Managers happens throughout the days and any advice on performance is dealt with on an ongoing basis, with tasks and projects allocated over the months being monitored for their progression and completion. The management team also have offsite meetings a few times a year where they work through an agenda, covering commercial, people and guest feedback, all of which ensures their stool model is fulfilled and the team is focused. Having a close management team helps Brooklands Operations Ltd to understand how to work to their strengths and also how to complement each other when a great job has been done. Another huge positive is that most staff members have worked in other hotel groups, meaning they can bring their knowledge and experience to the table in every decision made.

Blue Chip Holidays actively support the RNLI as a charity that means a lot to their team, owners and guests. The majority of their properties are in a coastal location so Blue Chip Holidays support them both locally and nationally. They have put RNLI water safety information in the welcome packs in each coastal property and they also go out to help in their annual yellow welly collection campaign. Blue Chip Holidays also maintain regular contact with PLUSS and St Loyes Foundation, helping those with disabilities to get into employment. They have just hosted a 6 month paid temporary contract in their Finance department via the St. Loyes foundation. Also, the company have provided several apprenticeships over the last 5 years to enable young unemployed people to gain work experience and in most cases full time permanent employment with them.

The senior management team sits with the recruitment teams in the open plan office. They do not shut themselves away in private offices. They are extremely visible and have an “open door” management policy. The whole of the senior management team, including the CEO, handle recruitment assignments and are client facing so they genuinely lead by example and thereby actively demonstrate their hands on commitment to the values of the organisation. The senior management team jointly present to the business on a quarterly and bi-annually basis to update employees on company performance, initiatives and objectives, linking all activity back to the vision, mission and values of the organisation. By so doing, they are able to demonstrate their commitment to the values of the organisation by showing trust, sharing insight, demonstrating their talent, celebrating the talent and results of the employees and proving their agility. The CEO is extremely approachable and committed to retaining Argyll Scott's talented employees. He participates in the selection process of all UK based employees and senior international employees, taking a personal interest in ensuring they can attract, hire, train, promote and retain the best talent for the business. The CEO participates in the corporate induction programme, personally explaining the mission, vision and values of the company and thereby demonstrating his commitment to them. On a daily basis, the CEO walks the floor, talking to employees, listening to their suggestions, achievements and feedback on initiatives and advising them on how to handle challenges and obstacles. The CEO hosts monthly lunches with a group of employees from across the business which provides an informal opportunity for him to gauge internal sentiment.

The senior leadership have increased their visibility through top down communications. Their Chief Executive and the leader of the council deliver regular listening sessions throughout the year. This provides staff with an opportunity to share their views and hear directly from the senior leadership team. In addition each director holds similar sessions and shares key messages with staff based in their directorate.

Wellingborough Homes hold Annual Star Awards. At the annual staff away day, there is the Star Awards ceremony. Which is where staff can nominate their colleagues for awards that are chosen by Senior Managers. Some examples of the awards are: Rookie of The Year, Best Team Player and First Responder. All nominees receive a certificate and a congratulations from the leadership team, and the employee with the most nominations within each category, receives a prize at the ceremony during the away day and a photo with the Chief Executive, just like real award ceremonies! This is particularly effective because team member employees as well as managers, can nominate anyone within the Organisation. Plus, having the Executive Management Team presenting the awards at the away day, then shows the most recognition in front of all staff.

The company have Achieve More Together Award which is a quarterly cash bonus of £500 net to reward an employee or team who best display the company values. Nominations are invited from all employees.

Monthly and quarterly financial awards to specific employees for specific achievements (best deal, greatest case study, highest rated deal, best team work etc.).

All of the staff at Town and Country Housing Group are familiar with the vision and values of the group, there are posters all around the building and all new starters receive a copy of the vision and values in their induction pack. The values are replicated on mouse mats, calendars and even sweets! that are given to new starters. The values were central to the development of competencies for managers and staff and to the development of the customer experience programme. Living the values is a key theme and links into the company's customer service goals; responding to queries promptly, respecting others, being responsive and taking ownership. The values are also held on the website and are part of the golden thread that links what Town and Country Housing Group do in terms of service delivery to their values. Pride is the first value and the one most people identify with. The Buddies, who mentor new staff, go through the values with them at a face to face meeting. New managers have a delivery plan that stems from the company vision and values and is monitored through the leadership group on a monthly basis. The company's internal training programmes will also be aligned more closely to their values from next year.

The company invest in external training and ensure they have the tools needed to drive sales and get the most from their teams. Managers have regular reviews and clear objectives to ensure clarity and success day to day. The company celebrate all successes within their brand.

As well as the initiative details in section 5.5 the Company offers free fruit in logistics and head office, there are health checks available through local council gyms and we provide prostate and breast screening to employees in their 40s who would not qualify for NHS screening. Company walks are an opportunity for people to exercise in work time. The onsite restaurant cooks healthy meals every day with calorie count and fat content published so that people can make informed choices.